The combination of a product and a service is a product-service hybrid. For example, the iPod and iTunes were a famous example of this approach. Yet, they were complementary hybrids – it was possible to use an iPod without iTunes and vice-versa.

Goods are the material items that the customers are ready to purchase for a price. Services are the amenities, benefits or facilities provided by the other persons. Goods are tangible items i.e. they can be seen or touched whereas services are intangible items.

The Service Quality Model or SERVQUAL Model was developed and applied by the American marketing gurus Valarie Zeithami, A. Parshuraman and Leonard Berry in 1988. It is a method to capture and measure the service quality experienced by customers. They developed it to provide a structured way for businesses to assess and understand potential problems in service quality. The core idea of the model was built on the concept that service quality is a function of the gap between what a customer expects and what they perceive to be delivered.  The model was conducted across four different service industries: Banking, Credit Cards, Repairs and Maintenance and Telecommunications.

The reliability depends on to what extent the service is accurate and honest. Responsiveness is about promptly and adequately responding to customer questions or complaints. Competence relates to the expertise an organization has, and the access determines if a customer can quickly and efficiently contact the right department.

The first studies according to the SERVQUAL Model, were carried out exclusively for the services of a telecommunications, a banking and a maintenance company. The previously mentioned researched surveyed consumers and their perceptions of the experienced service quality of these three organisations. The model was later refined to the five dimensions commonly known by the acronym RATER (Reliability, Assurance, Tangibles, Empathy, and Responsiveness). The application of SERVQUAL to electronic commerce and online services (e-service quality) occurred much later, with researchers developing adapted scales like E-S-QUAL in the 2000s to address the specific characteristics of the electronic service environment. To clarify the model I am giving hereby Indigo Airlines example.

Five Dimensions of SERVQUAL Model:

Reliability

The ability to perform the promised service dependably and accurately. Indigo Airlines’ reliability is a mixed bag, with opinions divided on its punctuality and service quality. The airline’s focus on punctuality is a key operational attribute, which, while a process, provides a consistently reliable, almost “tangible”, result for customers in the form of on-time arrival. IndiGo has a reputation for a solid safety record with well-trained pilots.  While recent reports suggest a decline, some travellers have experienced on-time flights. IndiGo also claims a strong record in this area. The airlines have maintained its operational efficiency. Their domestic check-in and boarding are efficient. It’s a no-frills, low-cost airline.

Assurance

The knowledge, courtesy, and competence of employees that instil trust and confidence. Indigo Airlines’ assurance includes optional add-on services like Domestic TravIensure insurance for medical emergencies and trip cancellation and Delayed and Lost Baggage Protection for compensation if checked-in bags are delayed or lost. However, “assurance” can also refer to the airline’s overall commitment, which, according to some consumer reports, has led to recent legal action due to service deficiencies and broken promises, particularly concerning flight cancellations and compensation. Assurance in aviation services is a continuous process of monitoring, evaluating, and verifying that safety and quality standards are met across all operations, including flight operations, maintenance, and ground services. It involves activities like audits, data analysis, and corrective actions to ensure that safety management systems are effective and that the organization complies with regulatory and internal requirements. The goal is to ensure consistent safety and quality to protect passengers, maintain customer trust, and drive continuous improvement.

Tangibles

The physical appearance of facilities, equipment, and personnel. Tangibles are the physical elements of a service, providing visible cues about its quality. IndiGo Airlines, like any service-based company, uses tangibility to provide physical evidence of its service quality and brand promises. This helps customers evaluate the intangible service they are purchasing (air travel).  Key tangible elements of IndiGo’s service include modern and well-maintained fleet. IndiGo is known for operating a single, modern fleet type (primarily Airbus A320s and A321s, with A350s on order). The physical aircraft, their clean interiors, and consistent appearance provide a strong tangible cue of reliability and professionalism. Appearance: Staff wear neat and professional uniforms, which contributes positively to customer perception of the airline’s tangibility and service quality. Every physical touchpoint is consistently branded, from the airport counters and boarding passes to in-flight materials like seat headrests and air sickness bags. This consistency reinforces the brand image and promise. The user-friendly website, mobile app, and self-check-in kiosks are considered tangible aspects of the service, providing a seamless and efficient experience. On ground facilities include clearly identifiable check-in counters, baggage handling systems, and other airport facilities that help manage the physical process of travel.

The airline’s focus on punctuality is a key operational attribute, which, while a process, provides a consistently reliable, almost “tangible”, result for customers in the form of on-time arrival.

Empathy

The degree of caring, individualized attention provided to customers. Indigo Airlines’ reputation for empathy is mixed, with recent viral stories highlighting positive customer interactions, particularly with differently abled staff members, while other passengers report negative experiences of inflexibility and lack of compassion in difficult situations. While some customers and observers have praised the airline for employee empathy, a 2024 study also found empathy to be a contributing factor to their service quality, suggesting a perception of empathy is present, even if inconsistent. A passenger shared a heartwarming experience with a hearing and speech-impaired staff member who provided an exceptionally smooth check-in and went above and beyond with extra perks, leading to praise for the airline’s “true inclusion in action”.

Responsiveness

The willingness to help customers and provide prompt service. IndiGo Airlines’ responsiveness is a mixed picture, as it is known for its strong on-time performance but receives criticism for its customer service responsiveness in areas like communication and handling complaints. While the airline emphasizes its commitment to punctuality and customer satisfaction, some studies have highlighted gaps between customer expectations and the airline’s responsiveness, particularly regarding keeping passengers informed and resolving demands promptly.

How is the model used?

Questionnaire

A survey is used to ask customers about their expectations and perceptions of a service.

Gap analysis

The difference between the perception score and the expectation score for each dimension is calculated. A negative gap indicates that the perceived service is worse than expected, while a positive gap indicates it is better. Actionable insights are studied by analysing the gaps across the five dimensions, businesses can pinpoint specific areas that need improvement, such as investing in customer service training (to improve empathy) or updating physical facilities (to improve tangibles). The gaps are based on following parameters:

Knowledge gap

A gap arises when an organisation’s knowledge of customer expectations is lacking, preventing them from approaching consumers in the right way.

Standards gap

The organisation has already formed its own idea about what the customer expects from their service. If this idea is wrong from the start and does not correspond to what customers expect, there is a significant risk that the organisation will translate it wrongly into a quality policy and corresponding rules.

Delivery gap

A gap can also occur when the organisation offers service that is different from what the consumer had expected. This also involves an incorrect implementation. For instance, in the way employees carry out policy.

Communications gap

Sometimes, the external (marketing) communication that the organisation sends out, can create the wrong expectations among customers. It also happens that the organisation communicates and promises things that are not in line with what they can deliver.

Satisfaction gap

Dissatisfaction results from a (significant) difference between the service a customer expects and the service they experience. Eventually, this will lead to the biggest gap in the experience of quality.

Olfactory Marketing (or Olfactory Branding) is the strategic use of fragrance to define and enhance the identity of a space such as a hotel, home, restaurant, banquet hall, theatre, clinic, or retail store. It is an immersive and multisensory marketing approach, where brands create deeper connections with consumers by engaging the five human senses—sight, sound, smell, touch, and taste. Among these, smell is the most direct pathway to the human psyche, as it is closely linked to memory and emotion.

A carefully designed fragrance can bypass rational thinking and act as a powerful emotional language, instantly triggering feelings, associations, and memories. Because of this unique ability, olfactory cues can strongly influence perception, mood, and behaviour. Olfactory branding harnesses the emotional weight of scent to communicate a brand’s personality and values, making the brand identity more memorable, enchanting, credible, and persuasive. When used effectively, it transforms ordinary spaces into distinctive experiences that customers subconsciously recognize and trust.

The aroma of freshly baked cookies is a classic example of scent marketing in a bakery or restaurant, while floral fragrances are commonly used in women-oriented service environments such as salons, spas, and clothing stores. Hotels strategically diffuse different aromas in various areas to create a sense of luxury and relaxation, improve guests’ comfort, and motivate them to return. New cars are also associated with a distinctive “brand-new” smell. Dealerships and manufacturers use artificial, long-lasting fragrances so that buyers can experience this sensation when purchasing a vehicle. The brand Rolls-Royce owes part of its success to the introduction of a signature fragrance in the Silver Cloud model in 1965, which is still sprayed under the seats today to recreate the original aroma and convey a sense of luxury to drivers. Similarly, in-store aromas at Café Coffee Day and the world’s first registered smell trademark for rose-scented tyres demonstrate how scent is used as a branding tool. These methods aim to evoke nostalgia, enhance premium experiences, and create immediate, Pavlovian emotional responses to products.

While visual merchandising primarily appeals to the sense of sight through elements such as colour, lighting, and spatial layout, integrating scent (olfactory merchandising) significantly enhances the retail atmosphere, influences consumer behaviour, and strengthens brand identity. Scent directly interacts with the limbic system; the part of the brain responsible for emotions and memory making it a powerful subconscious driver of shopper responses.

Increased dwell time

Pleasant, mild, and relaxing fragrances such as lavender, vanilla, or citrus encourage customers to remain in the store longer. A well-calibrated aroma can elevate mood and shopping enjoyment, with several studies suggesting that scent marketing can increase impulse buying by up to 40%.

Reduced anxiety

Calming scents help create a comfortable shopping environment, lowering stress levels and motivating customers to explore the store more freely. Perhaps one of the best examples of marketing scents whether the mark is Starbucks, which aromatizes its cafes with the aroma of freshly brewed coffee to the people passing outside what they perceive and feel the urge to go for a coffee and to live the experience of the brand.

Choosing the right business aroma requires aligning scent with brand identity

It’s for target audience, and desired emotional response to create a memorable customer experience. Key steps include defining the intended mood. The business must determine how they want customers to feel e.g., relaxed, energized, luxurious, or nostalgic. This scent becomes a non-verbal communicator, a sensory logo that evokes emotion, communicates quality, and strengthens brand loyalty. For example: A wellness brand might lean into herbal, spa-like aromas to promote tranquillity. A luxury retailer might use warm, musky notes that evoke exclusivity and sophistication.

Five-star hotel brands use olfactory marketing to create a lasting, emotional, and memorable brand identity, often boosting guest loyalty and enabling higher perceived value. They deploy custom, branded scents through HVAC (heating, ventilator and air-conditioning) systems in lobbies, spas, and corridors, designed to evoke specific emotions such as relaxation or energy and enhance the overall sensory experience. Hotels curate unique fragrances that align with their brand identity (e.g., modern, luxurious, or tranquil). Examples include: Taj, Westin, Sheraton, Leela,  they use a white tea and cedar scent for a refreshing, calming, and consistent brand experience globally. Westin uses “Bliss,” a citrusy, energetic, and modern scent to match their, high-energy, boutique, “always-on” brand. Sheraton uses bergamot, jasmine, and freesia to foster a calm and relaxing environment. Bulgari Hotels & Resorts uses a specialized green tea fragrance for a healing, luxurious atmosphere.

Restrooms maintain with consistent, high-quality, and often, automated scent systems to maintain a high-end feel throughout the property. Consistent Brand Experience: Brands use technology to ensure a uniform scent experience across all locations, reinforcing, and extending, the brand, and encouraging, return, visits. A luxury brand might use rose or jasmine , while a youthful brand might prefer fruity scents.

Conclusion

Olfactory marketing, or scent marketing, has indeed become a common and highly effective strategy across various industries to boost brand recognition, enhance customer experience, and drive sales. It’s become a strategic tool in modern movie theatres, flights, trains to enhance the audience experience, and create memorable brand associations. While popcorn scent is the most classic example, theatres now use advanced technology for broader, more immersive scent strategies. By leveraging the fact that the sense of smell is closely linked to the brain’s limbic system which manages emotion and memory. Brands use tailored fragrances to create lasting impressions.

In the modern world, particularly in large cities, a growing lack of trust and heightened awareness of potential threats such as scams and violence have made people more withdrawn and less willing to engage with strangers. Despite these challenges, several initiatives and tools have emerged to foster human connection and rebuild social trust. One such initiative that stands out is an experiential marketing campaign by Nescafé in Germany. In 2015, Nescafé installed temporary coffee vending machines in Berlin that encouraged interaction among strangers. These machines were not permanent fixtures across German roads but were part of a short-term campaign designed to promote social connection through shared experiences.

Nescafé, the world’s most popular coffee brand owned by Nestlé, has a legacy dating back to 1938. In 2015, Nestlé launched REDvolution, a global marketing campaign aimed at rejuvenating the Nescafé brand. The initiative sought to unify global branding, modernize the brand’s image to appeal to younger consumers, and strengthen its competitiveness against fresh coffee chains such as Starbucks. Central to the campaign was the introduction of new products and formats, including Dolce Gusto coffee machines, alongside the adoption of the slogan “It all starts with a Nescafé.” REDvolution standardized Nescafé’s visual identity worldwide, increased its focus on digital and social media engagement, and positioned the brand as contemporary and socially relevant. Through innovation and consistent branding, the campaign aimed to ensure that Nescafé’s instant coffee remained relevant within an evolving global coffee culture.

Nescafé installed two coffee vending machines at opposite sides of a busy pedestrian crossing. Each machine had a button with the message “Push Together”. To receive a free cup of coffee, two strangers one on each side of the street had to press the button simultaneously. When they succeeded:

• Both machines dispensed a free coffee
• A video screen activated, allowing the two participants to see, smile, wave, and interact with each other in real time
• The moment transformed an ordinary street crossing into a shared social experience

The marketing objectives were to humanize the brand by associating it with warmth and connection. Reinforce Nescafé’s brand promise: coffee starts conversations, create emotional engagement, not just product awareness, generate shareable content for social media and PR coverage.

The campaign was built around the insight that modern urban life discourages spontaneous human interaction, even though people crave connection. Nescafé positioned itself as the catalyst that brings people together even strangers.

The goal of the act was to encourage spontaneous social interactions among strangers in a city that Nescafé’s research suggested was one of the world’s “loneliest”. The campaign was successful in its intent, reportedly leading to numerous waves, smiles, high fives, and conversations, but the special machines were specific to this temporary campaign and not a common feature of German roads.

Nescafé’s Instant Connections campaign, that shows strangers in Berlin how they can connect over a cup of coffee, has received over a million views on Facebook and more than 85,000 on YouTube. Hidden cameras filmed commuters on either side of a busy road, each pressing what looked like a regular pedestrian crossing button – except that the buttons were labelled ‘push together’.

When two people figured out they had to press the button at the same time, they were both rewarded with a cup of Nescafé that was delivered automatically by vending machines camouflaged beneath the pedestrian crossing button. In one day, the campaign has helped over 600 people connect over Nescafé coffee.

“We are delighted to have triggered so many spontaneous social interactions that otherwise would not have happened. A great cup of Nescafé is a natural way to start real connections, and we wanted to bring this to life in an unexpected, innovative, and enjoyable way,” said Michael Chrisment, Global Head of Integrated Marketing for Nescafé.

This approach clearly reflects Nescafé’s reinvigorated REDvolution strategy, which aims to unify product innovation and brand communication across more than 180 global markets. By emphasizing human connection, shared experiences, and contemporary consumer engagement, the campaign demonstrates how Nescafé translates its global brand promise “It all starts with a Nescafé” into meaningful, real-world interactions.

Adidas and Puma were founded by two German brothers, Adolf “Adi” and Rudolf Dassler, who were initially partners in a shoe-making business. Their company, Gebrüder Dassler Schuhfabrik – Dassler Brothers Shoe Factory achieved success. Adolf and Rudolf Dassler started their shoe business together in their mother’s laundry room in Herzogenaurach in 1924. They gained recognition at the 1936 Olympics. The best part is that the brothers initially found success with their athletic shoes.  

But their relationship worsened, leading to a bitter feud and the subsequent split. Adolf founded Adidas, while Rudolf founded Puma. The rift between the Dassler brothers, who founded Adidas and Puma, stemmed from a combination of personal and business-related issues. Their contrasting personalities, business philosophies, and a significant misunderstanding during an air raid incident in World War II all contributed to their falling out.

As with many families, even Dassler brothers had tension from their families. The brothers’ wives did not like each other and with operating and living in the same villa, it eventually came to a head during World War II when the Allies were bombing Herzogenaurach, their village. As Adolf and his wife climbed into a bomb shelter already occupied by Rudolf and his wife, he exclaimed, “The dirty bastards are back again,” referring to the Allied forces. Rudolf felt that the remark was directed at him and his family. But Adolf meant it for the Allied forces. The Allied forces in World War II were an international military alliance formed to oppose the Axis powers primarily Germany, Italy, and Japan. The principal members included the UK, US, Soviet Union and China.

World War II significantly reshaped the world by splitting it into two opposing ideological blocs: the Western, democratic, capitalist bloc led by the United States, and the Eastern, communist bloc led by the Soviet Union. This division, known as the cold war, changed the geopolitical scenario and political dynamics. Dassler brothers Businesses had differing views on the business which led to a growing rift between the brothers. Similarly in some other incident Rudolf also muttered some ugly remarks which were not meant for Adolf, but the misunderstanding kept brewing. Further powering the feud was Rudi’s recruitment into the German military and subsequent imprisonment by the Allies. He believed Adi and his wife were responsible for getting him recruited. 

In fact, the bothers could reign the world: Adolf Dassler was known for his focus on product innovation and technical design, while Rudolf Dassler was a Master of Marketing and sales. They could do wonders. But frequent disagreements and tension within the company, made them officially separated in 1924, with Adolf establishing Adidas and Rudolf founding Puma. Sadly, the brothers’ feud extended beyond their business, dividing their hometown and creating a fierce rivalry between the two brands that continues to this day. 

Adidas is strongly associated with football. It’s a global leader in the sport, sponsoring major tournaments like the FIFA World Cup, UEFA Champions Leagues  as well as top clubs and individual players. Adidas’s long history in football, from pioneering innovative boots to supplying official match balls, has cemented its iconic status in the sport. Lionel Messi and David Beckham were long-standing associations with the brand. 

Puma offers hiking and trail running shoes with features like NITRO Foam and PUMAGRIP Attire for traction, they are more widely recognized for their athletic footwear, apparel, and collaborations in football, running, and other sports. Puma’s Explore NITRO hiking shoes are a recent entry into the outdoor market, designed for various terrains. Puma is associated with a wide range of sports, including football, running, basketball, golf, and motorsport. They also have a strong presence in track and field and team sports like handball, rugby, and volleyball. Recently, Puma has also entered the badminton sport. Puma has several global brand ambassadors. Rosé from the South Korean girl group Blackpink is a global ambassador, representing the brand in various campaigns and storytelling. PV Sindhu, the Indian badminton player, is also a global ambassador, with India being the first country to promote badminton for Puma.

This is how the Dassler brothers’ rivalry gave the sports world two great brands, it gave innovative designs and opened a competitive landscape that continues to influence the industry.  The rivalry drove innovation leading to better products. Both Adidas and Puma are leading brand in sports world.

December is always a cheerful yet busy time of year no matter where you are in the world. You see lot of activities and festivities taking place. It is the last month of the year; people just want to enjoy it. The streets, gardens, churches, shops, and restaurants are lit up. The cool breeze has joie de vivre in it. It’s a great time to get away from home and travel somewhere to a different destination. I also like Christmas because there is an aroma in the air. More than 70% of human emotions are based on the smells. In addition, the memories of smells are saved in mind longer than visual or auditory one. The Christmas cookies, cakes, fudges, pudding and pastries add yummy smacking energy in the air. Aroma-marketing helps in increasing sales.

The pleasant smell of baked cookies and fresh-baked bread is inviting. The scent of new shoe leather or new sneakers is unforgettable; the floating aroma of freshly brewed coffee and tea is so tempting. Aromas are nurtured longer in mind and memory that is why lately the aroma-marketing (in hotels, restaurants, shops) is gaining momentum and helps to popularize the location. Aroma-marketing has a direct effect on the increasing of sales. Many major hotel or restaurant chains even “fix” a particular smell for them, for which they can be recognized.

Obviously, aroma-marketing in Christmas holidays is in demand. Favorites are the familiar scents of tangerine, pine needles, frosty freshness, peppermint, delicious pastries, sweet ginger cookies or chocolate Christmas cupcakes, the smell of chocolate and cocoa. In addition to a pleasant mood, according to the statistics, the customer loyalty increases by 20-25%.  Aroma-marketing on different markets increases sales by 7-27%, return visit to the outlets increases by 15-20%.

Marketers try to create real experience and stronger connections especially during the festivity like Christmas.  Today technology is plentiful and influences our daily life.  We have everything we need at our fingertips; we need not even step out of our homes, we get everything on our cell phones, tablets, and laptops at a click of button. But, during this time of the year, people prefer getting out from their cozy zones and like to experience the real shopping experience.

Creating sensory signatures across multiple senses in an integrated way multiplies the effects of individual sensory elements to create a bigger impression.  This is known as the multiplier effect in marketing.  By incorporating a festive mix of music, visually appealing décor, and nostalgic scents shops and restaurants invite customers.  The holistic effect is an authentic feast for the senses invites and influences holiday shoppers. Research has found that shoppers’ evaluations of stores tend to be highest at the time of year when festive music is being played, this effect enhances when the music is paired with festive scent. The research found that when music and scent were matching it makes a very positive effect on sales.

During the magical holiday season, where consumers are seeking ideas for gift purchases, retail experiences can attract shoppers into stores, inspire purchases, increase dwell time and create brand affiliation.  The opportunity to enhance a retail environment is never more appropriate, available, accepted and even expected. Consumers expect the experience of Christmas long before from end of November.   They are in festive mood and like to be nostalgic, excited.  The right experience can be a hidden persuader to the consumer with gifts to buy.

Christmas is a time of giving and sharing. It is a wonderful time of the year. From kids to older people wait for this time of the year because there is so much each one plans to do; listening to Christmas carols with a cup a cocoa is one that is matched by very few other things in life. Snuggling in a blanket with family and friends, and humming these tunes can cheer one up immensely. It encourages a feeling of closeness, and leads one to feelings of joy no matter even if someone has experienced few bad things in life.

Fairy lights and pretty decorations: New lights and fresh decorations mixed with old ones give a feeling of warmth and happiness. When these are up, everyone knows that Christmas is near, and this is enough to brighten even the gloomiest of moods. Decorating a tree is a pleasure worth experiencing in life; from draping garland, avoid branches bulging between tightly cinched garland strands between each wave. This joy is compounded when you know there is a gift waiting for you under the tree. Everyone likes to be pampered with a gift.

Family get-togethers:  This is the time when all your favorite near and dear ones gather. It is a feast time. With all the traditional dishes and sweets, the house full of festivities, and we feel like one big happy family. Yes, there is the occasional family drama, but hey, that’s what Christmas is all about. Forget all grudges, get it out of system.

Nothing evokes the holiday season like the invigorating smell of an authentic white pine and birch. The scent of fresh evergreens and crisp pine needles is stimulating also, thyme notes clear the mind and sharpen one’s focus. Colorful and lovely Orchids along with a warm message on post it note are so uplifting and relieve depression.  Warm apple cider spiced with cinnamon, clove, and whole peppercorns topped off with a subtle hint of orange peel creates cozy and nostalgic aroma.  Do you know, a lot of people think that cinnamon is the best scent of Christmas?  Another scent is cool peppermint – when it is balanced with warm, frothy vanilla it creates a comforting wintry aroma. This Christmas enjoy the aromas, pamper your senses.

Merry Christmas & Seasons Greetings to one and all!!!

Brand positioning is crucial for differentiating a brand and shaping consumer perceptions in a competitive market. Disruptive market positioning, through strategies like Stealth, Reverse, and Breakaway Positioning, enables brands to stand out by redefining consumer expectations. These strategies can be effective at different stages of the Product Life Cycle (PLC). Air India and Vistara merged on November 12, 2024, creating a single full-service airline under the Air India brand. The merger makes Air India the only full-service carrier in India. This merger exemplifies Breakaway Positioning, creating a unique market identity by blending luxury and affordability. Successful brand positioning requires focusing on unmet needs and untapped markets, broadening appeal beyond competitors for long-term success. Disruptive brand positioning is a marketing strategy that challenges traditional marketing methods to differentiate a brand from competitors. It involves reconfiguring existing attributes to create a disruptive thought in consumers’ minds. 

This paper talks about disruptive brand positioning which is a marketing strategy that challenges traditional marketing methods to differentiate a brand from competitors. It involves reconfiguring existing attributes to create a disruptive thought in consumers’ minds. Disruptive brands challenge the status quo and traditional category conventions. They use innovative, unexpected, and attention-grabbing tactics, they don’t shy away from risking controversy.

While brand positioning is the process of establishing a unique and compelling identity for a brand in the minds of consumers, setting it apart from competitors. It focuses on creating a distinct perception that aligns with the target audience’s needs, aspirations, and values, ensuring the brand holds a meaningful and differentiated place in the market. By clearly communicating the brand’s value and relevance, effective positioning shapes consumer preferences, drives purchase decisions, and builds loyalty. It also enables brands to justify premium pricing and achieve long-term success. Successful brand positioning is grounded in a deep understanding of the market, consumer insights, and the competitive landscape.

Disruptive Market Positioning help in today’s highly customer-centric world, the market is saturated with numerous competitors and brands, all vying to fulfil basic consumer needs. Even if the firm has a superior product that meets those needs better, standing out in such a competitive landscape can be challenging. This is where Disruptive Market Positioning becomes a game-changer.

By breaking conventional norms and redefining market expectations, disruptive positioning allows a  product to capture consumer attention and carve out a unique space. It’s not just about being better—it’s about being different in a way that resonates deeply with marketer’s audience.

Disruptive Market Positioning is best utilized in different phases of the Product Life Cycle (PLC) to spark curiosity and drive consumer engagement. It targets markets that are: underserved but have future potential or thriving with competition but not fully catering to all segments or addressing necessities with better solutions. Let’s look at few types of disruptive marketing positioning strategies.

Stealth Positioning

Stealth means sneaking, secretive strategy where a product is introduced discreetly or disguised in a way that makes it seem less threatening, unfamiliar, or complicated to the target market. It doesn’t challenge existing categories but takes a fresh approach in the introductory phase. This strategy is often employed after previous product failures or when there’s resistance to more overt market strategies. The goal is to gain gradual traction without attracting immediate attention or competition. The aim is to move the product from Introduction to Growth stage. In 2015, Starbucks started what turned out to be a nationwide controversy with the design of its traditional Christmas cups. Each year, the coffee brand releases a unique design for its holiday cups, but the 2015 design was thought by some to be very understated, too plain, and not festive enough! Pundits, consumers, and critics voiced their opinions about the design. The whole ordeal sparked a massive media buzz about the product worldwide. It later turned out the controversy was fake: very few people hated the cup, but the stir caused Starbucks’ sales to soar. We describe this example as Stealth Positioning.

Another example is Tom Hanks’ powerful portrayal of a survivor stranded on a deserted island in “Cast Away” also featured stealth marketing. He played a FedEx delivery man who finds himself in a life-and-death situation. Throughout the movie, FedEx branding and packages are featured prominently, in which Hanks’ character keeps his sanity by vowing to find his way back home to deliver a letter. The movie’s underlying message was, come hell or high water, FedEx will deliver and get the job done. 

Reverse Positioning

Stripping a product to its baseline, removing non-essential features, and reintroducing it with selectively added attributes to create a unique competitive position. It moves the product from the Maturity Phase back to the Growth Phase in its PLC. The best example we give here is of   the brand “Dove,” which instead of solely focusing on the hygiene aspect of soap, actively promotes body positivity and self-acceptance through campaigns that celebrate women’s natural beauty, effectively creating a deeper emotional connection with consumers beyond just the product itself. 

Another example is of reverse positioning in India is IKEA, which entered the furniture market by focusing on offering affordable, self-assembly furniture, going against the traditional model of high-end, fully assembled pieces offered by other furniture stores, thereby attracting a large customer base who were looking for value and design without the high price tag; essentially “reversing” the expected experience in the furniture buying process. The low-cost, flat-pack design unlike competitors who emphasize on  high-quality, pre-assembled furniture, IKEA focused on providing accessible, flat-pack furniture that customers could assemble themselves, lowering costs significantly. IKEA stores are designed to be interactive, allowing customers to explore and build their own furniture, creating a unique shopping experience. 

Breakaway Positioning

This strategy allows a product to break free from its current category and position itself within a new one. This shift influences how the product is perceived and consumed by the consumer, creating a fresh identity and appeal. It moves the product from the Maturity Phase back to the Growth Phase in its PLC. A major example of breakaway positioning in India is “Swatch watches,” which positioned themselves as a fashion accessory rather than a high-end luxury timepiece, effectively separating themselves from the traditional Swiss watch market and creating a new category for affordable, stylish watches in the Indian market; essentially “breaking away” from the established perception of expensive watches. A breakaway campaign stands out, as it can connect with the consumer at a different level. The brands which follow breakaway strategy always try and maintain their niche. They create their own image in the mind of consumers which can’t be associated with any other brand. This helps the brand in retaining their consumers. Brands create their niche by introducing such features which are not available in any other product, or the pricing is such that no other brand can match it, etc. Once the brand establishes itself in this type of strategy, consumers also get interested in other products from the same brand.

Nestle’s breakaway was a brand of chocolate-covered digestive biscuit from Nestlé called Kit Kat, which started production in 1970 in the United Kingdom, manufactured by Rowntree Mackintosh Confectionery. Nestlé acquired the brand in 1988. This somewhat simple name was derived from the Kit Kat Club, an exclusive 18th-century club for the elite in London. The name was chosen to add a hint of sophistication and grandness to this sweet and smooth snack.

Positioning Strategies and Product Life Cycle Stages

Disruptive positioning” is used by marketers at distinctive Product Life Cycle (PLC). This refers to a marketing strategy where a company purposely challenges the established norms within a market by introducing a product or service that disrupts the existing competition, often by targeting underserved segments or offering a fundamentally different value proposition, which can be particularly effective during the growth or maturity stages of the PLC when the market becomes saturated with similar offerings. 

Conclusion

A prominent example of a disruptive strategy in India is Flipkart’s entry into the e-commerce market, where they successfully challenged established players by offering a convenient online platform with a robust delivery system, targeting a previously underserved market segment in India, ultimately becoming a major player in the Indian retail landscape; effectively disrupting the traditional brick-and-mortar retail model. To successfully implement brand positioning strategies, brands must shift focus from industry competition to alternatives and non-customers, broadening the scope of how customer needs can be met.

A disruptive strategy can benefit a firm by allowing them to tap into new market segments, gain a competitive advantage by offering innovative products or services at a lower price point, potentially disrupting established players in the industry, and driving significant growth by creating new customer bases; essentially, it can open up new opportunities and challenge the status quo, forcing a company to adapt and innovate further. 

This paper is written by author as an empirical study based on secondary data.

Time is considered the most precious thing because it is a limited resource that cannot be recovered once spent, making every moment valuable and emphasizing the importance of using it wisely to achieve goals and live a fulfilling life. Unlike money or possessions, we  cannot earn more time once it’s gone. 

Stephen Covey, author of the 7 Habits of Highly Effective People, took Eisenhower’s words Eisenhower who was 34^th President of USA and planned and supervised two of the most consequential military campaigns of World War II, and used them to develop the now-popular task management tool known as the Eisenhower Matrix. The Eisenhower Matrix is also known as the time management matrix.

The time management matrix is divided into four quadrants, each representing a different category of tasks. They can be categorized as urgent and important, not urgent but important, urgent but not important, and not urgent nor important.

Covey says that all things are created twice: before we implement/ act, we should act in our  mind first. Before creating something, measure twice for.  Thinking before acting is crucial because it allows you to carefully consider potential consequences, make informed decisions, avoid mistakes, and ultimately achieve better outcomes in any situation, whether it’s personal or professional; essentially, taking a moment to analyse the situation before acting can prevent impulsive decisions that might have negative repercussions. This quadrant is placed at top right.

The four quadrants of TIME Matrix:

Quadrant 1 URGENT (Emergencies)

It’s for tasks that are both urgent and important and require immediate attention. Points such as unforeseen emergencies, pressing deadlines, critical problems needing immediate resolution, urgent client requests, last-minute project changes and breaking news requiring immediate response go in this quadrant.  This quadrant is placed at top left.

Quadrant 2 IMPORTANT/ NOT URGENT(Prevention Planning)

Typically, this quadrant includes tasks that are important but not urgent – meaning they contribute to long-term goals, personal development, planning, and activities like relationship building, which while not needing immediate attention, are crucial for future success; essentially, tasks you should “schedule” to prioritize in your time management.  Things like relationship building, strategic planning, risk mitigation, systems set up, and health or recreational activities, staff welfare, etc go in this quadrant. In my opinion this quadrant is carries procrastination which most people tend to delay the commitments in this quadrant because they’re not urgent (yet).

Quadrant 3 NOT IMPORTANT (Interrupters)

Activities falling in this quadrant may demand immediate attention but lack real significance in the bigger picture, often they include breaks like unnecessary emails, phone calls, or meetings that can distract you from more important priorities; the key strategy for managing this quadrant is usually to delegate these tasks to others or find ways to minimize their impact on your time. This quadrant is often considered the interruption zone as tasks here can pull us away from focusing on truly important work. Unimportant emails that require a quick response, attending a meeting that doesn’t directly relate to organization’s  key goals, responding to non-critical notifications and handling small, immediate requests from others that don’t align with your priorities. This quadrant is placed at  bottom left. 

Quadrant 4 NOT URGENT NOT IMPORTANT(Time wasters)

Tasks in this quadrant are often removable or reduced. Items such as excessive social media use, unproductive meetings, workplace drama, politics etc go in this quadrant. Things falling in this quadrant cause the least amount of stress, not directly related to overall or time-sensitive goals. This quadrant is located bottom right in the matrix.

Why do we call time the most precious? Time is non-renewable: Once a moment passes, it’s gone forever.  Everyone has the same amount of time each day. We give importance to time only if we respect our time and other’s time. How you spend your time directly shapes your life and opportunities. This quadrant placed at right side of the bottom.

Conclusion

The benefits of time matrix are managing time for greater benefits. It includes greater clarity, greater capability, and greater confidence. When you are clear on the best use of your time, you become more focused and productive. Good time management helps you achieve bigger goals, reduces procrastination, and increases productivity.

VALS stands for Values, Attitudes and Lifestyles. This is trademarked strategic tool which applies to psychographic consumer segmentation. VALS was developed in 1978 by social scientist and consumer futurist Arnold Mitchell and his colleagues at SRI International (Strategic Resource Inc). It was immediately adopted by advertising agencies and is currently offered as a servicing product by SRIs. VALS reflects a real-world pattern that explains the relationship between personality traits and consumer behaviour. VALS uses psychology to analyse the dynamics underlying consumer preferences and choices. VALS not only distinguishes differences in motivation but also captures the psychological and material constraints on consumer behaviour. VALS is based on personality research with specific components of social behaviour. VALS asserts that people express their personalities through their behaviours. Actions speak louder than words. People with different personalities engage in different behaviours or exhibit similar behaviours for different reasons.

VALS is based on eight parameters of consumer segments: innovators, thinkers, achievers, experiencers, believers, strivers, makers and survivors. Market segmentation is designed to guide companies for tailoring their products and services to appeal to the people who are most likely to purchase them.

INNOVATORS

Are the class of consumer at the top of the VALS framework. They are ready to try new products/services, and they are characterized by High income and high resource individuals for whom uniqueness is very important. They have their own individual taste in things and are motivated in achieving the finer things in life.  For example, during this year’s scorching summer heat was drawing people out to cafes serving cold beverages like iced coffee and tea as well as summer-specific products, according to multiple industry executives. National chains such as Third Wave Coffee, Chaayos, AbCoffee, and Boba Bhai said they registered increasing footfall at their cafes across northern India, in particular offering a stark contrast to reports of dipping sales at restaurant chains in the region that is battling record summer temperatures. Upcoming cities in North India are full of young innovative consumers who are ready to try new ideas, new beverages, new foods, new dressing styles.

THINKERS

This category consumers are well educated; they are professional and rational thinkers. These are the people who have high resources and are motivated by their knowledge. These are the rational decision-makers and are well informed about their environment. Their objectivities are clear, they analyse, they think skeptically about their requirements.  In my opinion Apple is the right example to define achievers.

Apple’s iPhone design is psychologically appealing, and some say it was designed to be intuitive and user-friendly. Steve Jobs was design thinker; a man obsessed with “BEST” for everything he ever put his hands on. He had a laser-sharp focus on building great products. He drove people crazy while building the vision for the products and searching for solutions in places which no one had seen before. His main mantra was a product must be simple for handling yet must have unique features. He was obsessed with the product design and to this day Apple products are the most user-friendly products in the market.

ACHIEVERS

In the Values and Lifestyles (VALS) framework, achievers are consumers who are motivated by achievement and have high self-esteem. Achievers are successful, goal-oriented, and work-oriented people who are satisfied with their jobs and families. They are politically conservative, respect authority, and are image conscious.  Achievers are confident and go for established brands and products to show off their success to their peers and family. They are also brand loyal and prefer services and products by using which they can show off their growth. Nike is an inspirational brand.  Just like every athlete at the top of their game; Nike has a burning desire to be at the top and stay there. Undisputed. And that winning mentality is evident in everything the brand does from its innovation to its branding.

I feel brand Nike is mean t for the achievers. represents a coach personality by encouraging, guiding, demonstrating, motivating and holding their audience responsible for their success or failure. Their tagline “Just Do It” is a call to action, a way of life and a belief that you can achieve what you want, if you want it bad enough.

EXPERIENCERS

These consumers are the high-resource group of those who are motivated by self-expression. They are the youngest of all the segments, with a median age of 25. They have a lot of energy, which they pour into physical exercise and social activities. They are consumers who are motivated by self-expression and have high resources. Coke is brand for the experiencers.

The younger consumers love drinking Coke, because consciously or subconsciously they relate Coca Cola with happiness, the zing thing, coolness. Coke has made it their business to associate the brand with that word by aligning the brand with every happy moment you can think of from Christmas to Summer holidays. Their advertising and communication consistently display happiness and enjoyment. The coke consumers are carefree and fun loving which encourages the audience to forget their fears and stress and enjoy the moment by having “A Coke and a Smile”.

BELIEIVERS

This segment of consumers is the low-resource group. They get motivated by ideals. They are conservative and predictable consumers who prefer local but established brands. Their lives are cantered on family, community, and the nation. Their choice and tastes can be predicted. Their lives are family-centred, they care for their community, and the nation. They follow routine life. And they respect law and order. I give hereby Amul’s example for the believer’s segment.

Amul is a loved brand in India with its minimal traditional advertising. Because Amul is trusted for its quality and is affordable. This combination makes it accessible to a wide range of consumers. Established in 1946, Amul has a rich history and is associated with the cooperative movement in India. It has built a reputation over decades, creating a strong emotional connect with consumers. As a cooperative brand, Amul is owned by millions of farmers. This model fosters trust among consumers, as they feel they are supporting local farmers and the rural economy. Amul consistently introduces new and innovative products that cater to changing consumer preferences. From traditional dairy items to ice creams and snacks, the brand keeps evolving. Amul’s popularity comes from word of mouth and community endorsements. Generations of consumers have grown up with Amul products, and they often recommend them to others. It’s iconic mascot, the Amul Girl, and witty, topical ads on hoardings have created a strong brand presence. These ads resonate with the believers and often go viral, generating buzz without traditional advertising. Most importantly, , Amul products evoke nostalgia, reminding them of their childhood and family traditions. This emotional connection helps maintain customer loyalty.

STRIVERS

Consumers in this segment are also low-resourced consumers who are motivated by achievement. They have scores very similar to the achievers but have fewer economic, social, and psychological resources. Style is the primary consideration in consumption. They try to imitate people they admire such as the famous film starts, actors, socially famous people etc. I give here an example to prove how Meera Kulkarni – the owner of ‘Forest Essential’ cosmetics brand chose 15 years old Dharavi slums girl Maleesha Kharwa as the face of their Yuvati campaign to empower young minds and to demonstrate that dreams are for everyone, regardless of background. The campaign also supports Project Paathshala, which provides education to children from underprivileged backgrounds. Meera Kulkarni, owner of Forest Essentials affirms that women’s empowerment has been a key pillar for the brand from its inception, Kulkarni now sees a niche that needs filling and is on a mission to empower young girls with the tools for education to help enhance their passion and confidence to achieve purpose of their lives.

MAKERS

Makers represent low resource consumers who are motivated by self-expression. They are practical people who value independence. They focus on family, work, and physical recreation. They are less interested in the broader world outside their focal point. They live their life in their limited zone. They don’t take interest in the broad world around them; they are not interested in the macro existences. The makers buy the daily required products, and they consume these products higher than other segments. For example, an increasing number of men in India from lower income group are becoming image-conscious and taking care of their skin and hair. The brand ‘Real Man’s’ beard wash claims to soften and relieve itching; it features a very gentle lather that is soft enough for the face, and tough enough to handle curly, coarse beard hairs. According to the manufacturer, the beard shampoo is chemical, sulphate and paraben free, which improves and retains the hair’s natural oils and reduces frizz over time. It has bagged a big chunk of market share.

SURVIVORS

These are consumers with low resources and who are not motivated by any of the primary motivators: survivors are typically older consumers who are cautious and avoid risks. They enjoy routines and are loyal to brands and products. They are the least likely to invest in new products or services.  These are price sensitive consumers therefore, marketers should focus on price sensitivity, trust, and loyalty when marketing to survivors. They should also consider that survivors will only buy a product if they realize its importance. Survivors are at the bottom of the VALS framework rectangle, along with strugglers. At the top of the rectangle are innovators, who have high resources and are driven by their principles and surroundings. They buy smaller portions of products, and they usually don’t store  goods.

CONCLUSION

The VALS (Values and Lifestyles) framework helps marketers by helping them understand consumer motivations and reach consumers more effectively, tailor the product, improve packaging, distribution network, change the design, go for product rejuvenation.

Content marketing is the practice of creating and sharing useful online content like blog posts, YouTube reels, vlog, guides, and videos to attract and engage customers. Traditional advertising has been overtaken by social media which has allowed news and information from across the web to be accessed in real time. Many people tune into social media first to find out what’s going on and what’s trending. Access to this large built-in audience data, whose usage is frequent, is a gift to organizations. However, since listeners can organize their own feeds by following specific accounts and then are served more with more content of their choice which is done with help of algorithms is a boon to buyers and organizations. Companies can’t expect their target audience to find them, instead they need to generate efforts like paid amplification, influencer marketing and employee advocacy to help their content get seen and their messages get heard by target audiences.

Since the last decade, traditional television advertising has significantly lost its sponsorship to a high production value in content marketing. That evolution has seen even bigger disruption as the television, radio and press advertising that once reigned the advertising world.

Content marketing has been ruling ad world by increasing organic visibility. It drives more traffic to the digital content created by the company and boosts brand’s awareness and visibility. The company must create content that matches their target audience’s needs. CarryMinati is the most popular and the biggest YouTuber in India. CarryMinati, also known as Ajey Nagar, is a comedian from India who makes videos about playing games, rapping, and has a lot of fans on YouTube. Indian consumers prefer comedy genre of content, and it takes the top spot, while VIPs and celebrities are at the other end of the ranking. Lifestyle brand Arctic Fox famous for its backpack bags has announced YouTube content creator Carry Minati aka Ajay Nagar.

As of November 2023, cricketer Virat Kohli is the most followed Indian celebrity on social media, with approximately 375 million followers. He was also the most valued celebrity in the country, with a brand value of over 227 million U.S. dollars. That’s the reason he is brand ambassador for most products: brands like Blue Tribe, Rage Coffee, Philips, and Audi. Virat endorses Myntra, Puma, Philips, and more, aiding companies to enhance brand visibility and market appeal.

Content marketing generates more conversions. It turns more traffic into leads and sales by providing useful and engaging content that attracts the target audience and makes them feel comfortable doing business with a brand.  Because it differs from other marketing methods in which it doesn’t interrup or annoy the customer’s time with sales pitches. Instead, it seeks to provide them with valuable information that solves their problems and answers their questions. It is a strategic approach to attract, engage, and delight target audience with valuable and relevant information.

Coca-Cola. Content is central to Coca-Cola’s messages in all its promotional campaigns. The brand thrives on modern problems faced by a worldwide audience. The 70/20/10 rule used by Coca-Cola classifies content into low, medium, and high risk, helping the brand to allocate time and resources accordingly. Low-risk content comprises 70% of the total content created as it has minimal risks, is less controversial, and does not take much time to produce. Cola-Cola. With approximately 1.1 million visitors a month, is seen maximum on social media. Coca-Cola’s digital magazine Journey has been wildly successful at creating audience-focused globally.

Traditional media includes all outlets that lasted before the internet, such as newspapers, magazines, TV, radio and billboards. Before online advertising, companies typically allocated most of their marketing budgets to traditional media with the goal to increase their brand awareness and attract new customers. Even today, many businesses continue to rely on traditional media for their marketing and advertising campaigns, which can be very effective if their target consumers regularly engage with these forms of media.

LinkedIn the social media platform is one of the most successful content marketers out there today. By encouraging its members to publish original and well-researched, longform content, the platform has created countless educational and promotional opportunities for brands looking to get their names known. Its library of content created specifically for digital marketers has braced full of insightful industry advice and expert tips in the form of eBooks, presentations, and webcasts.

Even, Amul adopts a comprehensive marketing approach, characterized by its iconic mascot Amul Girl campaigns and consistent content marketing efforts, which resonate with its audience. Another important aspect of Amul’s marketing strategy focuses on its diverse product portfolio. The brand has developed a witty formula to connect with its customers. Amul uses comic strips, fun elements, and powerful taglines to pitch their industry presence as a voice for many social issues. They use their brand for current issues awareness. Amul uses the technique of moment marketing by creating content on trending things happening now.

Some famous content marketing agencies in India are Elatre creative marketing agency, SEO Discovery, MMG Technologies, Content Spotlight, which are famous for digital Strategy, website development, search engine optimization etc.

Zomato multinational food aggregator and food delivery company knows how to bring out the hidden “foodie” in all of us. Zomato is so clever with its content marketing skills that it knows just how to grab mind shares of the people. Zomato has a good understanding of its target market. The brand understands what motivates people to utilize its services and it never fails to excite them.  Zomato’s content marketing strategy revolves around providing value-rich content that resonates with its audience. Through blog posts, articles, videos, and infographics, Zomato offers a treasure trove of food-related insights, trends, recommendations, and culinary inspirations. So many cloud kitchens, street food vendors and restaurants have gained fame and fortune because of Zomato.

Content marketing helps to build relationships, foster loyalty that leads to repeat purchases and word-of-mouth recommendations.

GE hits the mark when it comes to publishing original and provocative content. From Pulitzer-prize winning photographers to Forbes journalists, GE has recruited top-notch talent to create high-quality content that gets picked up not only by industry experts, but audiences in general and even the media.

Today organizations cannot survive without email marketing, social media marketing, SEO, public relation, pay-per-click, marketing funnel, digital marketing. One thing for sure, marketing today is impossible without great content.

Brands need to understand whether the shock factor can be effective.  At times the content   might be considered poor in taste. A shock advertisement can attract attention, but if it leaves viewers with intense feelings of discomfort or fear without a clear message, the negative impact can reduce the brand’s reputation. Shockvertising uses shocking visuals, comedy, disgust, or events to capture attention and extract powerful emotions. While supporters claim it improves memorability and brand recall, detractors point to its inclination to offend, exploit weaknesses, and promote negative stereotypes.

Zomato an Indian multinational restaurant aggregator and food delivery company was careful about using abusive language in its commercials. However, it ended up ignoring the danger of its delivery executives for the sake of advertising its fast delivery policy. In this famous ad commercial that starred Hrithik Roshan and Katrina Kaif, Zomato faced a huge backlash from netizens. The complaints were about how its delivery executives were ill-treated for the sake of delivering orders in an express way. The criticisers mentioned that instead of spending money on commercials that promote further deterioration of its employees, Zomato shall spend money on their wellness.

Shock advertisements employ graphic imagery and blunt slogans to highlight their message they include public policy issues, goods, public practices, cultural issues, and services. Shock advertising is designed principally to break through the advertising “clutter” to capture attention and create buzzing. It tries to attract an audience to a certain brand or bring recognition to a certain public service issue, health issue, or cause. An example is urging drivers to use their seatbelts, promoting usage of condoms to avoid STD sexually transmitted diseases prevention, bringing awareness of racism, gender equality and other injustices, or discouraging smoking among teens.  Fear appeals work best when they fill fear and provide a solution or a positive course of action. If done effectively, these advertisements can raise awareness of vital issues and prompt people to make informed choices.

This form of advertising is often controversial, disturbing, categorical and crass, and may involve bold and challenging political messages that challenge the public’s conventional understanding of the social order. This form of advertising may not only offend but can also frighten as well, using scare tactics and elements of fear to sell a product or deliver a public service message, making a “high impact.”

Union Minister for Road Transport & Highways Nitin Gadkari shared a video of Actor Akshay Kumar for the actor’s latest PSA (public service announcement) on road safety topic and thanked him for his efforts in spreading awareness on road safety issues After announcing that it will soon be mandatory for automakers to fix a seat belt alarm system in cars. Akshay Kumar was seen highlighting the reasons why one must travel in a car with six airbags. The one-minute clip has spread an excellent message very well.   

In the above ad CNN has shown how kids get terrified with their drunk parents.  The ad looks gruesome imagery.  Social scientists have long debated the effectiveness of shock advertising. Some scientists argue that shocking ads of course evoke stronger feelings among the consumers. One finding suggests “shocking content in an advertisement significantly increases attention, benefits memory, and positively influences behavior.”  The same study also shows that consumers are more likely to remember shocking advertising content over advertising content that is not shocking. 

Conclusion

The effects of shock advertising could also be explained by the theory of selective perception. Selective perception is the process by which individual selects, organizes and estimates stimuli from the external environment to provide meaningful experiences for him or herself. This means that people focus on certain features of their environment to the exclusion of others. The consumer unconsciously chooses which information to notice and this kind of selection is dependent of different perceptual filters which are based on the consumer’s earlier experiences. Often advertisers see a filter which is emotive defence. Perceptual defense is the tendency for people to protect themselves against watching fearful ads. This means that if a consumer finds a certain kind of advertising content threatening or disturbing, he will avoid watching the ad. An example of this a heavy smoker who could be filtering out a picture of cancer sick and rotten lung since the content could be perceived as disturbing and uncomfortable.

Direct-to-consumer shock advertisements are common in popular magazines, and particularly aimed at women’s hygiene, breast feeding, anti-smoking, usage of condom, alcoholism etc. Using shocking pictures could affect the way consumers perceive brand and quality of a product. The ethics is always important to have in mind, as using fear or other strong messages might not always be the best and most effective method to use.